Team Roles at Work

Belbin's follow-up to the best-selling Management Teams: Why They Succeed Or Fail, develops his ideas using feedback gained from the users of his work.

The nine team roles, now familiar to managers and management trainers all over the world, are explored further, adding value to the original team-role concepts. Operational strategies are laid out which provide ideas, techniques and a new range of information and advice which can be used to the organization's advantage.

Team Roles at Work paves the way for all those in management education, including industrial trainers to put Belbin's seminal thinking on teams into practice.

• How to manage the self in a team
• How to create working partnerships
• How to recognize potential for the 'surprise' fit
• How to encourage interdependence between members of a team
• How a team should fit into the organization

1. A short history of roles at work
2. The qualifications mystery
3. Emergence of a team-role language
4. The eligibility versus suitability issue
5. Coherent and incoherent role profiles
6. Interpersonal chemistry in the workplace
7. The management of strained relations
8. A strategy for self-management
9. The art of building a team
10. Solo Leaders versus Team Leaders
11. The management of succession
12. The future shape of organization

• Appendix: Establishing the team-role demands of jobs

A follow-up to Belbin's Management Teams. Very good as is usual with Belbin, as well as very worthwhile.

Recommended reading.